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Adss bumatay 03_jun2008(printerfriendly)

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LEADERSHIP IN HIGHER EDUCATION INSTITUTIONS Ernesto Laforteza Bumatay, Ph.D. College of Public Affairs University of the Philippines Los Baños PRESENTATION OUTLINE…LEADERSHIP PERSPECTIVES IN COLLEGES ANDUNIVERSITIES ACADEMIC DEANS UNIVERSITY PRESIDENTSSTRATEGIC LEADERSHIP IN THE UNIVERSITY ASEAN SELECTED INSTITUTIONS

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Academic Deans from Colleges and Universities OTHER REGIONS OF THE COUNTRY Ateneo de Davao University 1 Central Luzon State University 6 Saint Louis University 9 University of Baguio 1 University of Mindanao 2 University of Pangasinan 7 University of San Carlos 4 University of the Philippines - Los Baños 1 University of the Philippines-Mindanao 2UNIVERSITY PRESIDENTSDe La Salle UniversityAteneo De ManilaUniversity of the PhilippinesAsian Institute of ManagementUniversity of Santo TomasPhilippine Normal UniversityPhilippine Christian UniversityPhilippine Women’s University NATIONAL CAPITAL REGION Adamson University 4 Arellano University 5 Ateneo de Manila University 1 De La Salle University 2 Far Eastern University 5 FEATI University 3 Gregorio Araneta University Foundation 7 Manuel Luis Quezon University 5 Pamantasan ng Lungsod ng Pasay 5 Pamantasan ng Makati 3 Philippine Christian University 5 Philippine Normal University 3 Philippine Women University 5 Polytechnic University of the Philippines 4 Technological University of the Philippines 5 University of Asia and the Pacific 2 University of Santo Tomas 3 University of the East 4 University of the Philippines- Diliman 1 University of the Philippines-Manila 2 Total 107

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Leadership Variables of Leadership Culture (McNay,1995)Bureaucratic Leadership as formal rule-governed behavior. Authorities derive from position; control through systems, administration, transactions, and rationality. Leaders represent mangers more senior in the hierarchy. Management skills are learned through induction and experience.Enterprise Leadership as guidance, enabling, articulation of vision, support for task achievement. Authority and control derive from successful performance. Leaders represent clients/students/staff. Leadership and management are professional skills learned through education and reflection on experience.Corporate Leadership as command, charisma, transformation, power and strategic positioning. Authority and control derive from mission-congruence and political connections. Leaders represent the chief executive officer or president. Leadership and management are learned through training.Collegial Leaders represent the academic group of the organization. It is a consensual activity. Authorities derive from professional status; control through consultation, persuasion, consent, and permission. Leaders represent the academic group. Management and leadership, like teaching, are for gifted amateurs and do not require formal preparation. Variables on Leadership Approaches Leadership EXPLANATION Approach Strategic As a leader, one maps out the future of the college Approach and develops specific plans for the institution. Human assets The academic leader also manages for success approach through people politics, academic programs, and personal principles. Expertise The academic leader champions a specific academic approach expertise and uses this expertise for focus on the academic environment. Box approach As an academic leader, one organizes and designs sets of rules, systems, values that control behavior and outcomes in the institution. Change approach The leader acts an agent of change in the academe and transforms the entire educational organization.

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President 5 President 6 President 7 President 8Influence - St. Thomas’ - Educational Expectations Organizational life and experience in - The performance teaching the same environment - Family - God institution experience - Humility in experience - PedagogyUniversity - Premier Complement - Linkage of - Responsive,Environment Catholic -ation of the academe affordable, institution language and acceptable in the of society education. region management - United - Culture of and communit efficiency education y of faith - Culture of and vision needs and excellence Perspectives of Leadership in HEIs

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Applied Strategic LeadershipSIAM UNIVERSITY Industry Partnership and Linkage. The programs are industry-based needs.Academic program outputs or projects are contracted with the industry for furthertechnology and commercial production. University Consortia and Association. The president continuously link with differentassociations and consortium for resources and program innovations. Academicleaders exchange program.ASSUMPTION UNIVERSITYUniversity comprehensive city. The president envision to bring in industry to thedesigned and built academic community. Faculty and student exchange programswith other European, Western and Asian university.HELP PROGRAMProgram linkage with Foreign Universities (USA and EUROPE). Programpartnership with foreign universities for advancement, development, and strategicneeds of the market. Corporate standards in university governance. Presidentmarketing and linkaging strategy.NATIONAL UNIVERSITY OF MALAYSIAPartners with Industry, Strengthen Responsive Research, InternationalizationNATIONAL INSTITUTE OF EDUCATIONStrong University Networks. Networks and linkages with other universities and thesupport of National Government ensures a comprehensive transformation or changesof excellence, visioning and benchmarking in teacher research, development andinnovations.SINGAPORE MANAGEMENT UNIVERSITYInternal – External Research Scheme, University Linkages with Top GlobalUniversities, Performance Research of Faculty.LEE KWAN YEW SCHOOL OF PUBLIC POLICYProgram niche based on national and regional needs. Programs respond to marketand target client needs.SINGAPORE INSTITUTE OF MANAGEMENTPartnership with Government in Labor Supply and Demand, Market Niche, Client –Based Programs

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Q3 and Q4 The “Paradoxical leadership” and the “Strategic perspectives and results” Strategic Leadership and Strategic Thinking and Process Perspectives Educating for Life and Learning Qulity Excellence on Science and Technology Performance of Quality, Competence and Responsiveness Internationalization of the Institutions Corporatization of Managing Academic Environment Responsiveness to Clients’ Educational Needs for Program Innovations ENDING REMARKS… Benchmarking and Networking for Excellence Entrepreneurial Management for Innovations Institutional Research and Academic Instruction for Global Market Visionary Perspectives for Asian Environment towards Global Niche Strategizing Leadership and Management Decisions for InstitutionalDirections.